3 job analyisis

Job Analysis and Rewards

Prof. Preeti Bhaskar

Symbiosis Centre for Management Studies, NOIDA

Chapter Outline

4-2

• Job Requirement• Job Description & Job

Specification• Competency based Job Analysis• Job Rewards• Job analysis for Teams

Changing Nature of Jobs

• Jobs are constantly evolving• The traditional way of designing a job

– Identify and define its elements and tasks precisely

• Shortcomings of the traditional view– Jobs are constantly evolving– Flexible jobs have frequently changing task

and KSAO requirements– Need for new, general skills or competencies

like teamwork and engagement

4-3

Job Requirements Job Analysis: Overview

• Definition– Process of studying jobs to gather, analyze,

synthesize, and report information about job requirements

• Two major forms– Job requirements

• Specific KSAOs for the job– Competency based

• General KSAOs for all applicants

• Has different degrees of relevance to staffing activities

• Support activity for staffing activities– Provides foundation for successful staffing systems

4-4

Job analysis is the process of gathering information about a job. It is, to be more specific, a systematic investigation of the tasks, duties and responsibilities necessary to do a job.

Job analysis is a recording of all activities involved in the job and the skill and knowledge requirement of the performer of the job

Job Analysis

INTRODUCTION

Job Analysis: A Basic Human Resource Management Tool

6

Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Human Resource Planning

Recruitment

Selection

Training and Development

Performance Appraisal

Compensation and Benefits

Safety and Health

Employee and Labor Relations

Legal Considerations

Job Analysis for Teams

M u l t i f a c e t e d N a t u r e o f J o b A n a l y s i s

R e c r u i t m e n t

S e l e c t i o n

P l a c e m e n t

T r a i n i n g

C o u n s e l l i n g

H u m a n R e s o u r c eP l a n n i n g

J o b E v a l u a t i o n

J o b D e s i g n a n dR e d e s i g n

P e r f o r m a n c eA p p r a i s a l

E m p l o y e e S a f e t y

IMPORTANT BENEFITS OF JOB ANALYSIS

• Employment

• Organizational audit• Training and development • Performance appraisal • Promotion and transfers

• Prevention dissatisfaction

• Compensation management • Health and safety • Induction • Industrial relation

• Career planning

• Succession planning Job Analysis

USES JOB ANALYSIS

Process of Job Analysis

Organizational Analysis consists of :

1)The role of job in relation to other jobs

2) The class of jobs to which job belongs

3)detailed description of the activities and responsibilities of job.

4)Past oriented and Future oriented

Job Analysis

Organizational Analysis

1. What type of Data to Collected (machine, tools & work activities)

2. Data collection methods

3. Who to collect Data (Trained analyst, Supervisors, Job incumbents)

Job Analysis

Collection of job Content

Job Analysis

METHODS OF COLLECTING JOB ANALYSIS DATA

• Job-related tangibles and intangibles – knowledge dealt with or applied (as in accounting); materials processed; products made or services performed

• Work performance – error analysis; work standards; work measurements, such as time taken for a task

• Job context – work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts

• Personal requirements for the job – personal attributes such as personality and interests; education and training required; work experience

Summary of Types of Data Collected Through Job Analysis

• Work Activities – work activities and processes; activity records (in film form, for example); procedures used; personal responsibility

• Worker-oriented activities – human behaviors, such as physical actions and communicating on the job; elemental motions for methods analysis; personal job demands, such as energy expenditure

• Machines, tools, equipment, and work aids used

Cont.

• Job description –:

• Job Specification -:

Job Analysis

Process (contd.)

Job description describes in detail the Job description describes in detail the various aspects of a job like the tasks various aspects of a job like the tasks involved, the responsibilities of the job and involved, the responsibilities of the job and the deliverables.the deliverables.

Job Description

4-21Title Compensation manager

Code HR/2310

Department Human Resource Department

Summary Responsible for the design and administration of employee compensation programs.

Duties Relate salary to the performance of each employee. Conduct periodic salary surveys.

Develop and administer performance appraisal programme.

Develop and oversee bonus and other employee benefit plans.

Develop an integrated HR information system.

Working conditions Normal. Eight hours per day. Five days a week.

Report to Director, Human Resource Department.

• Make a group of 4 students , collect at least five different job descriptions from reputed organization .

• Compare the description , highlighting similarities and differences

Home Work

• A Statement of human qualifications necessary to do the job. Usually contains items such as Education, Experience, Training, Communication skills etc.

• It offers a profile of human characteristics (knowledge, skills and abilities) needed by a person doing a job.

Job Analysis

Job specification

4-23Education MBA with specialisation in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology.

A degree or diploma in Labour Laws is desirable.

Experience At least 3 years’ experience in a similar position in a large manufacturing company.

Skill, Knowledge, Abilities Knowledge of compensation practices in competing industries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems.

Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in performing statistical computations

Ability to conduct meetings, to plan and prioritise work.

Work Orientation Factors The position may require upto 15 per cent travel.

Age Preferably below 30 years.23

• Job analysis is neither updated nor reviewed • Job description or specification that is too vague• Contamination (error of included irrelevant job

description and specification) • Deficiency (error of omission of relevant

information)• Job analysis tend to become subjective and

biased• Time and cost of Job Analysis

Problem associated with job analysis:

defined as a systematic method of appraising the worth or value of each job in relation to all

other jobs in the same organization.

Job Evaluation

1-To identify factors or conditions that place one job higher than another in a value hierarchy.

2-To determine the relative worth of each job as a basis for equitable pay differentials.

Purposes of job evaluation

Job design is the process of

•Process of determining the specific tasks to be performed

•methods used in performing these tasks

•how the job relates to other work in the organizationJob Analysis

Job design

• What tasks are required to be done or what tasks is part of the job?

• How are the tasks performed?• What amount are tasks are required to be done?• What is the sequence of performing these

tasks?

Job design process

• Checking the work overload.• Checking upon the work under load.• Ensuring tasks are not repetitive in nature.• Ensuring that employees don not remain

isolated.• Defining working hours clearly.• Defining the work processes clearly.• The above mentioned are factors that if not take

Benefits of job design

Job Analysis

Methods of job design

• JOB ROTATION

• Job rotation involves shifting a person from one job to another, so that he is able to understand and learn what each job involves

• Avoids monopoly• Provides an opportunity to broaden one’s

knowledge• Avoiding fraudulent practice

Job Analysis

Job rotation

JOB ENLARGEMENT

•Job enlargement involves combining various activities at the same level in the organization and adding them to the existing job.

•Variety of skills • Improves earning capacity•Wide range of activities

Job Analysis

Job enlargement

JOB ENRICHMENT

•Job enrichment is the type of expansion of a job that gives employee more challenging more reliability more opportunity to grow and contribute his/her idea to the organization success

Job Analysis

Job enrichment

•Update the database regularly (job description + job specification )

•Tends to be subjective and biased

•Considered at the time of downsizing

Job Analysis

ISSUES IN JOB ANALYSIS

Competency-Based Job Analysis

Competency-Based Job Analysis

• Competencies– Demonstrable characteristics of a person that enable

performance of a job.

• Reasons for Competency-Based Job Analysis– To support a high-performance work system (HPWS).

– To create strategically-focused job descriptions.

– To support the performance management process in fostering, measuring, and rewarding:

• General competencies

4–38

How to Write Job Competencies-Based Job Descriptions

• Interview job incumbents and their supervisors– Ask open-ended questions about job

responsibilities and activities.– Identify critical incidents that pinpoint success

on the job.

• Use off-the-shelf competencies databanks

Job Rewards

Job Rewards:Collecting Information

• Within the organization– Interviews with employees

– Surveys with employees

• Outside the organization– SHRM survey

– Organizational practices

4-41

Examples of Reward Preferences Interview Questions

4-42

Recommendations: EstablishingJob-Related Nature of Staffing Practices

• Job analysis must be performed and must be for the job for which the selection instrument is to be utilized

• Analysis of job should be in writing• Job analysis should describe in detail the

procedure used• Job data should be collected from a

variety of current sources by knowledgeable job analysts

Recommendations: EstablishingJob-Related Nature of Staffing Practices

• Sample size should be large and representative of jobs for which selection instrument is used

• Tasks, duties, and activities should be included in analysis

• Most important tasks should be represented in selection devise

• Competency levels of job performance for entry-level jobs should be specified

• Knowledge, skills, and abilities should be specified, particularly if content validation model is followed

PowerPoint Presentation by Charlie CookThe University of West Alabama

Chapter 4

Job Analysis

Part Two | Recruitment and Placement

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–47

1.1. Discuss the nature of job analysis, including what it is Discuss the nature of job analysis, including what it is and how it’s used.and how it’s used.

2.2. Use at least three methods of collecting job analysis Use at least three methods of collecting job analysis information, including interviews, questionnaires, and information, including interviews, questionnaires, and observation.observation.

3.3. Write job descriptions, including summaries and job Write job descriptions, including summaries and job functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.

4.4. Write a job specification.Write a job specification.

5.5. Explain job analysis in a “worker-empowered” world, Explain job analysis in a “worker-empowered” world, including what it means and how it’s done in practice.including what it means and how it’s done in practice.

LEARNING OUTCOMESLEARNING OUTCOMES


WHERE WE ARE NOW…


The Basics of Job Analysis: TermsThe Basics of Job Analysis: Terms• Job AnalysisJob Analysis

The procedure for determining the duties and skill requirements The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.of a job and the kind of person who should be hired for it.

• Job DescriptionJob Description A list of a job’s duties, responsibilities, reporting relationships, A list of a job’s duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilities—one working conditions, and supervisory responsibilities—one product of a job analysis.product of a job analysis.

• Job SpecificationsJob Specifications A list of a job’s “human requirements,” that is, the requisite A list of a job’s “human requirements,” that is, the requisite

education, skills, personality, and so on—another product of a education, skills, personality, and so on—another product of a job analysis.job analysis.


Types of Information CollectedTypes of Information Collected

Work activities

Human behaviors

Human requirements

Job context

Machines, tools, equipment, and

work aids

Performance standards

Information Collected Via Job Analysis


Uses of Job Analysis InformationUses of Job Analysis Information

Recruitmentand selection

CompensationEEO

compliance

Discovering unassigned duties

Performance appraisal

Training

Information Collected via Job Analysis


FIGURE 4–1 Uses of Job Analysis Information

Job analysis

Job descriptionand specification

Recruiting and selection

decisions

Performance appraisal

Job evaluation—wage and salary

decisions (compensation)

Training requirements


Steps in Job AnalysisSteps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how you’ll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.


FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow


Collecting Job Analysis InformationCollecting Job Analysis Information

Interviews Questionnaires Observations

Methods for Collecting Job Analysis Information

Diaries/Logs


Job Analysis: Interviewing GuidelinesJob Analysis: Interviewing Guidelines• The job analyst and supervisor should work together The job analyst and supervisor should work together

to identify the workers who know the job best.to identify the workers who know the job best.

• Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.

• Follow a structured guide or checklist, one that lists Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.open-ended questions and provides space for answers.

• Ask the worker to list his or her duties in order Ask the worker to list his or her duties in order of importance and frequency of occurrence.of importance and frequency of occurrence.

• After completing the interview, review and verify After completing the interview, review and verify the data.the data.


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: The InterviewInformation: The Interview• Information SourcesInformation Sources

Individual employeesIndividual employees

Groups of employeesGroups of employees

Supervisors with Supervisors with knowledge of the jobknowledge of the job

• AdvantagesAdvantages Quick, direct way to find Quick, direct way to find

overlooked informationoverlooked information

• DisadvantageDisadvantage Distorted informationDistorted information

• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist)

UnstructuredUnstructured


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: QuestionnairesInformation: Questionnaires

• Information SourceInformation Source Have employees fill out Have employees fill out

questionnaires to describe questionnaires to describe their job-related duties and their job-related duties and responsibilitiesresponsibilities

• Questionnaire FormatsQuestionnaire Formats Structured checklistsStructured checklists

Open-ended questions Open-ended questions

• AdvantagesAdvantages Quick and efficient way Quick and efficient way

to gather information to gather information from large numbers of from large numbers of employeesemployees

• DisadvantagesDisadvantages Expense and time Expense and time

consumed in preparing and consumed in preparing and testing the questionnairetesting the questionnaire


FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.


FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)


FIGURE 4–4 Example of Position/Job Description Intended for Use Online


FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: ObservationInformation: Observation

• Information SourceInformation Source Observing and noting the Observing and noting the

physical activities of physical activities of employees as they go employees as they go about their jobs by about their jobs by managers.managers.

• AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion Reduces distortion

of informationof information

• DisadvantagesDisadvantages Time consumingTime consuming Reactivity response distorts Reactivity response distorts

employee behavioremployee behavior Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle Of little use if job involves a Of little use if job involves a

high level of mental activityhigh level of mental activity


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: Participant Diaries/LogsInformation: Participant Diaries/Logs

• Information SourceInformation Source Workers keep a Workers keep a

chronological diary or log chronological diary or log of what they do and the of what they do and the time spent on each activitytime spent on each activity

• AdvantagesAdvantages Produces a more complete Produces a more complete

picture of the jobpicture of the job Employee participationEmployee participation

• DisadvantagesDisadvantages Distortion of informationDistortion of information Depends upon employees Depends upon employees

to accurately recall their to accurately recall their activitiesactivities


Quantitative Job Analysis TechniquesQuantitative Job Analysis Techniques

Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

Department of Labor (DOL) Procedure


FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are grouped into six dimensions. This exhibit lists 11 of the “information input” questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.


TABLE 4–1 Basic Department of Labor Worker Functions


FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique


Internet-Based Job AnalysisInternet-Based Job Analysis• AdvantagesAdvantages

Collects information in a standardized format from Collects information in a standardized format from geographically dispersed employeesgeographically dispersed employees

Requires less time than face-to-face interviewsRequires less time than face-to-face interviews Collects information with minimal intervention or guidanceCollects information with minimal intervention or guidance


FIGURE 4–7 Selected O*NET General Work Activities Categories


Writing Job DescriptionsWriting Job Descriptions

Jobidentification

Jobsummary

Responsibilities and duties

Authority of the incumbent

Standards of performance

Working conditions

Jobspecifications

Sections of a Typical Job Description


The Job DescriptionThe Job Description• Job IdentificationJob Identification

Job titleJob title FLSA status sectionFLSA status section Preparation datePreparation date PreparerPreparer

• Job SummaryJob Summary General nature of the jobGeneral nature of the job Major functions/activitiesMajor functions/activities

• Relationships Relationships Reports to:Reports to: Supervises:Supervises: Works with: Works with: Outside the company:Outside the company:

• Responsibilities and DutiesResponsibilities and Duties Major responsibilities and Major responsibilities and

duties (essential functions)duties (essential functions) Decision-making authorityDecision-making authority Direct supervisionDirect supervision Budgetary limitationsBudgetary limitations

• Standards of Performance Standards of Performance and Working Conditionsand Working Conditions What it takes to do the job What it takes to do the job

successfullysuccessfully


FIGURE 4–8 Sample Job Description, Pearson Education


FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)


FIGURE 4–9 Marketing Manager Description from Standard Occupational Classification


Using the Internet for Writing Job DescriptionsUsing the Internet for Writing Job Descriptions


TABLE 4–2 SOC Major Groups of Jobs


Writing Job Descriptions (cont’d)Writing Job Descriptions (cont’d)Step 1.Step 1. Decide on a PlanDecide on a Plan

Step 2.Step 2. Develop an Organization ChartDevelop an Organization Chart

Step 3.Step 3. Use a Simplified Job Analysis QuestionnaireUse a Simplified Job Analysis Questionnaire

Step 4.Step 4. Obtain List of Job Duties from O*NETObtain List of Job Duties from O*NET

Step 5.Step 5. Compile the Job’s Human Requirements Compile the Job’s Human Requirements from O*NETfrom O*NET

Step 6.Step 6. Finalize the Job DescriptionFinalize the Job Description


FIGURE 4–10 Preliminary Job Description Questionnaire


Using O*Net for Writing Job DescriptionsUsing O*Net for Writing Job Descriptions


Using O*Net for Writing Job Descriptions (cont’d)Using O*Net for Writing Job Descriptions (cont’d)


Using O*Net for Writing Job Descriptions (cont’d)Using O*Net for Writing Job Descriptions (cont’d)


Writing Job SpecificationsWriting Job Specifications

Job specificationsfor trained versus

untrained personnel

Job specifications based on statistical

analysis

“What human traits and experience are required to do

this job well?”

Job specifications based on judgment


Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)

• Steps in the Statistical ApproachSteps in the Statistical Approach

1.1. Analyze the job and decide how to measure job Analyze the job and decide how to measure job performance.performance.

2.2. Select personal traits that you believe should Select personal traits that you believe should predict successful performance.predict successful performance.

3.3. Test candidates for these traits.Test candidates for these traits.

4.4. Measure the candidates’ subsequent job Measure the candidates’ subsequent job performance.performance.

5.5. Statistically analyze the relationship between the Statistically analyze the relationship between the human traits and job performance.human traits and job performance.


Job Analysis in a Worker-Empowered Job Analysis in a Worker-Empowered WorldWorld

JobEnlargement

Job Enrichment

Job Design:From Specialized to Enriched Jobs

Job Rotation


Other Changes at WorkOther Changes at Work

Flattening the organization

Reengineering business processes

Changing the Organization and

Its Structure

Using self-managed work teams


K E Y T E R M S

job analysis

job description

job specifications

organization chart

process chart

diary/log

position analysis questionnaire (PAQ)

Standard Occupational Classification (SOC)

job enlargement

job rotation

job enrichment

competency-based job analysis


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